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Research Article Aspects Min Miner Sci

ISSN 2578-0255

Implementation of Lean Manufacturing Tools in

Footwear Industry of Bangladesh
Md Abu Sayid Mia1,2*, Md Nur-E-Alam3, Farid Ahmad2 and M. Kamal Uddin2
1
Institute of Leather Engineering and Technology, University of Dhaka, Bangladesh
2
Institute of Appropriate Technology, Bangladesh University of Engineering and Technology, Bangladesh
3
Leather Research Institute, Bangladesh Council of Scientific and Industrial Research, Bangladesh
*Corresponding author: Md Abu Sayid Mia, Institute of Leather Engineering and Technology, University of Dhaka, Dhaka-1209, Bangladesh
Submission: November 11, 2017; Published: December 20, 2017

Abstract

Lean manufacturing is an applied methodology of scientific, objective techniques that cause work tasks in a process to be performed with a
minimum of non-value adding activities resulting in greatly reduced wait time, queue time, move time, administrative time, and other delays. This work
addresses the implementation of lean principles in a footwear manufacturing industry in order to evaluate present Process Cycle Efficiency (PCE) and
lead time prior to developing an improved strategy to bring the improved PCE and to reduce the lead time. At the present state, the PCE was found
15.28% and after the implementation of lean tools, it would be 34.05% at the future state where lead time would also be reduced by 55.09% evaluated
by Pareto analysis and value stream mapping tools. The production flow was optimized by minimizing several non-value added activities and time such
as bottlenecking, machine breakdown, queue time, waiting time, material handling time, etc. Eventually, this study will be useful in developing a more
generic approach to design lean environment in the management system of the studied reputed Footwear Industry in Bangladesh.

Keywords: Lean tools; VSM; Lead time; PCE; Technology assessment; Casual shoe

Abbreviations: PCE: Process Cycle Efficiency; D/T: Down Time; C/T: Cycle Time; U/T: Up Time; VD: Value Added Time; NVD: Non-Value Added Time;
VSM: Value Stream Mapping; M/C: Machine; RPM: Rotation Per Minute

Introduction
the sum of its value added work content time. On the other hand,
Finished leather, the main material of footwear, is solely
applications of lean manufacturing in the continuous process sector
supplied by the local tanneries. Tanneries in Hazaribagh were
have been far fewer [5]. It has sometimes been argued that in part,
started in 1960 by Punjabi what was then Pakistan and grew
this is because such industries are inherently more efficient and
faster and after the independence of Bangladesh in 1971, became
have a relatively less urgent need for major improvement activities.
a ‘cash cow’ to earn foreign currencies [1]. Now Bangladesh is set
Managers have also been hesitant to adopt lean manufacturing
to emerge as the next manufacturing hub for the global footwear
tools and techniques to the continuous sector because of other
industry. It is one of the leading manufacturing industries based
characteristics that are typical in this sector. These include large,
on raw material, geographical condition and work force and
inflexible machines, long setup times, and the general difficulty in
is highly favourable for the growth of footwear industry [2].
producing in small batches. While some lean manufacturing tools
Lean manufacturing is based on the Toyota Production System
might indeed be difficult to adapt to the continuous sector, this
developed by Toyota which focuses on eliminating waste, reducing
does not mean that the approach is completely inapplicable; for
inventory, improving throughput, and encouraging employees to
example, [6-12] examine aspects of continuous production that are
bring attention to problems and suggest improvements fix them
amenable to lean techniques and present a classification scheme to
[3]. Lean manufacturing has increasingly been applied by leading
guide lean implementation in this sector. Features of a typical lean
manufacturing companies throughout the world. A core concept
manufacturing model include one unit at a time production; non-
of lean manufacturing is pulling production in which the flow on
value added time eliminated production in the work content time
the factory floor is driven by demand from downstream pulling
only, and relocation of required resources to the point of usage.
production upstream. Some of the changes required by lean
In the present day of manufacturing, the assembly line can be
manufacturing can be disruptive if not implemented correctly and
formed easily for any industry whether it is a small-scale or a large-
some aspects of it are not appropriate for all companies [4]. A lean
scale industry. When the tact times are calculated for every part
manufacturing facility is capable of producing the product in only
manufactured in the industry through different part movements,
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 Aspects in Mining & Mineral Science Aspects Min Miner Sci

then the problem of locating machines on the shop floor occurs

when it is a job type production unit; this problem is the main
reason for reconfiguration of machines and layout design for every
demand [13]. To eliminate these problems, a proper method is
required to achieve a rhythm in manufacturing lean assembly
line by identifying value adding, non-value adding, and necessary
non-value adding activities through an optimum feasible take
time [14]. In the 21st century, footwear industry continues to be a
fundamental instrument for sustainable development and poverty
reduction where Lean thinking will be able to add a new impressive
proportion in the development of footwear industry which could
also be considered as the promoter and imperative for meeting
the Sustainable Development Goals (SDG) of reducing poverty and
hunger by 2030 [15]. This study was masterful with some specific
objectives which were to identify, quantify and to reduce the non-
value added (NVD) activities and time towards the exalted Process
Cycle Efficiency (PCE) and therefore to reduce the lead time.

Industrial Implementations of Lean Tools

With the flow of time and iridescent aptitude of the consumer,
today’s manufacturing industries are undergoing more and more
competition in local and global marketing system to come up with the
desired product or service within a limited period of time. Towards
reducing the lead time, improving the PCE and ultimately to gain
the benefit there is a number of pleasing evidence of successful lean
Figure 1: Basic stages of casual shoe production line.
tools implementation in the manufacturing world. Lean tools have
been successfully applied in many manufacturing organizations Value stream mapping (VSM)
such as general Electric, Boeing, DuPont, Kodak, Honeywell, Texas
A value stream is a collection of all actions (value added as well
Instruments, etc. [16]. Lean tools are also successfully applied in
as non-value-added) that are required to bring a product (or a group
hospitals, pharmaceutical, housing and paper industry, and brought
of products that use the same resources) through the main flows,
with alluring economic benefit by reducing the long lead time and
starting with raw material and ending with the customer. These
manufacturing waste. It was estimated that over the world by
actions consider the flow of both information and materials within
adopting lean tools in pharmaceutical industry a cost could be
the overall supply chain. The ultimate goal of VSM is to identify
saved up to $90 billion per year [17]. In 1999, it was evaluated
all types of waste in the value stream and to take steps to try and
that lean tools significantly brought the benefits of $20 billion to
eliminate these [20]. While researchers have developed a number
Motorola Inc. since 1986 that inspired many companies in various
of tools to optimize individual operations within a supply chain,
industrial sectors to adopt lean tools. In the USA, it was reported
most of these tools fall short in linking and visualizing the nature of
that a food manufacturing industry has gained the benefit of $2
the material and information flow throughout the company’s entire
million per year by adopting lean tools [18]. This riveting economic
supply chain. Taking the value stream viewpoint means working on
benefit was the ultimate outcomes of reduced NVD activities, lead
the big picture and not individual processes. VSM creates a common
time and improved PCE. It was shown a frozen fish industry would
basis for the production process, thus facilitating more thoughtful
able to improve its PCE from 5.02% to 17.46% by adopting lean
decisions to improve the value stream [21].
tools [19]. Like these promising studies, the authors were provoked
to conduct this study with the lean tools in a Casual shoe production Present value steam mapping (VSM) of casual shoe
line of the footwear industry, Bangladesh prior to reducing the lead production line
time and to improve the PCE.
To draw the present VSM relevant data in the following Figure
Observed Production Line 2 like as VD and NVD time, Cycle time, Change Over time, Uptime,
Lot size, quantity to deliver, delivery time were observed and
In this study, the required ingredients towards the finished
information related to assembly line such as production time,
Casual shoe were not the concerning matter rather than causes that
inventory storages, inspections, rework loops, number of workers
were responsible for production waste and downtime. The delay in
and operational hours per day were collected and documented in
production due to different causes and downtime were quantified
[Table 1 & 2]. To draw the completion of present VSM of Casual
in terms of NVD time. The basic stages of Casual shoe production
shoe production line, a timeline was added at the bottom of the map
line were as follows in the following Figure 1.
recording the VD and NVD time.

Volume 1 - Issue - 1
How to cite this article: Md Abu S M, Md Nur-E-Alam, Farid A, Kamal U M. Implementation of Lean Manufacturing Tools in Footwear Industry of Bangladesh.
Aspects Min Miner Sci. 1(1). AMMS.000503. 2017. DOI: 10.31031/AMMS.2017.01.000503
18
 Aspects in Mining & Mineral Science Aspects Min Miner Sci

Figure 2: Present value steam mapping (VSM) of casual shoe production line.

Table 1: Manufacturing lead time of casual shoe production line.

Times Sewing Lasting Finishing

D/T (Sec) C/T (Sec) U/T (%) D/T (Sec) C/T (Sec) U/T (%) D/T (Sec) C/T (Sec) U/T (%)

1st 1116 6060 81 1416 6120 76 1368 4680 65

2nd 1105 6060 82 1415 6120 77 1349 4680 66

3rd 1105 6060 82 1399 6120 78 1341 4680 66

Average 1108 6069 82 1410 6120 77 1352 4680 66

Note: Sewing m/c speed: 276rpm; Lasting m/c speed: 274rpm; Finishing m/c speed: 50 pairs per hour, Batch production-7000 pairs.
Table 2: Present lead time of casual shoe production line.

Processing Stages Average VD Time (Sec) Average NVD Time (Sec)

Receiving Inventory 0 32400

Cutting 600 1800

Fitting & assembly 1680 300

Sewing 4775 1525

Pre-Lasting 0 1770

Post-Lasting 4683 1857

Finishing 3532 1748

Shipping inventory 0 43200

Total 15270 (15.28%) 84600 (84.72%)

Volume 1 - Issue - 1
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Aspects Min Miner Sci. 1(1). AMMS.000503. 2017. DOI: 10.31031/AMMS.2017.01.000503
 Aspects in Mining & Mineral Science Aspects Min Miner Sci

It helps to draw the required production steps with mentioning
required labour, C/T, U/T, C/O and batch size. By observing the
present scenario of regarding production line, it can be known
like as what number of labour is needed at different production
unit? How much is VD & NVD time present? Where & what kind
of improvement should be done? It helps to calculate the PCE, lead
time and tact time.
Present PCE of casual shoe production line
PCE is measured as the percentage of the ration of VD time
and lead time, where lead time is the summation of VD and NVD
time. In the observed production line, the VD and NVD time were
found as 15270sec and 84600sec, so the lead time was 99870sec
and consequently, the PCE was 15.28% which could be considered
as the below of internationally comparative level 25% [19].
Throughout this study, it was strived to improve the present PCE
with the proper adoption of lean tools such as VSM, Pareto analysis,
Pareto chart, 5S, and JIT.
Present takt time of casual shoe production line
Takt time is considered as the time that is required to produce
a single unit of daily capable quantity of commodities [22]. The
studied production line runs for two shifts per day, each shift
was for 33600sec excluding lunch time and planned downtime;
therefore, the available time for the run of the studied production
line was 67200sec with the daily customer demand of 5094cases
where each case contains 140 pair’s Casual shoe. Takt time is
Table 3: Causes of delay times for pare to analysis of casual shoe production line.
considered as the heartbeat of any process line. By this way, the
present takt time of studied production line was 13.19sec i.e. it took
13.19sec to produce a single case of Casual shoe production. By this
study, it was tried to reduce the present takt time with the proper
implementation of lean tools.
Pareto analysis
It is a statistical technique in decision making that is used for
selection of a limited number of tasks that produce significant
overall effect. It uses the Pareto principle – the idea that by doing
20% of work, 80% of the advantage of doing the entire job can be
generated. Or in terms of quality improvement, a large majority
of problems (80%) are produced by a few key causes (20%) [23].
The Pareto Principle also is known as the “80/20 Rule” which is the
idea that 20% of causes generate 80% of results [24-26]. In this
study, by using this tool it was tried to find out the 20% of causes
that is generating 80% NVD activities. This tool focuses on the most
damaging causes on a project. In this essence, David stated that the
application of the Pareto chart consisting of causes for downtime
or NVD activities along the X axis while the Y axis represents the
cumulative percentage of downtime. Most of the NVD activities
were documented on sewing, pre-lasting, post –lasting and finishing
steps where these were frequently observed due to different causes.
The highest frequency of NVD activities that derived the downtime
was found for toe lasting problems while skipped stitches were the
lowest frequency.

Causes Of Delay Times Down Time(D/T) Percentage Of D/T Cumulative Of Percentage

Inefficient Ironing 819 21.16826 21.16826

Improper Setting During Toe

666 17.21375 38.38201
Lasting

Needle Thread Breakage 546 14.11217 52.49418

Bobbin Thread Breakage 367 9.485655 61.97984

Improper Setting during Seat

312 8.064099 70.04394
Lasting

Improper Polishing 311 8.038253 78.08219

Inappropriate Scouring 263 6.797622 84.87981

Side Lasting Problems Due to

169 4.368054 89.24787
Feather Edge Stitching

Inefficient Spraying 157 4.057896 93.30576

Skipped Stitches 141 3.644353 96.95012

Bumps or Hollows 65 1.680021 98.63014

Seam Pucker 53 1.369863 100

Different causes of NVD activities or downtime at different activities were arranged in downward movements in terms of their
production stages were documented in Table 3 with their frequency frequency. 5S and JIT would be effective initiatives to remove these
in terms of percentage and cumulative of percentage. Pareto chart most frequent causes [27].
is constructed in Figure 3 where the responsible causes for NVD

Volume 1 - Issue - 1
How to cite this article: Md Abu S M, Md Nur-E-Alam, Farid A, Kamal U M. Implementation of Lean Manufacturing Tools in Footwear Industry of Bangladesh.
Aspects Min Miner Sci. 1(1). AMMS.000503. 2017. DOI: 10.31031/AMMS.2017.01.000503
20
 Aspects in Mining & Mineral Science Aspects Min Miner Sci

Figure 3: Pareto chart of casual shoe production line.

Improvement Strategies modular step. 5S is not only a means to increase the profitability of
a firm but also allow companies to reveal potential strengths and
In order to remove the 80% NVD activities, indeed it is
capabilities that were hidden before [28]. It consists of Japanese
emergence to take some improvement strategies such as increase
words-Seiri (Sort), Seiton (Straighten), Seiso (Sweep and Clean),
skill manpower, continuous improvement, and involvement of JIT
Seiketsu (Systemize), and Shitsuke (Standardize). The basic and
philosophy within the production management system.
underlying concept of 5S is looking for waste and then tries to
Increase skill manpower eliminate it. This concept implies that go there instantly where a
problem occurs; checkout the problem; take a temporary measure
It was observed that most of the assistant operators were not
on spot; find out the main causes beyond the problem, if need
enough skilled to handle the machine breakdown immediately. But
uses the five WHY? Question; and finally standardized to prevent
for this reason, the maintenance time was as high as not acceptable.
reoccurrence [29]. In a production process line, a good change or
So, it is suggested to hire some skill manpower as operator and
the improvement can be achieved by many ways such as reduction
assistant operator especially for sewing, lasting and finishing
of inventory, reduction of production time, reduction of defective
machine. The effective training program should be arranged
parts etc. In this essence, a strategic plan is developed prior to
prior to make capable of operator and assistant operator towards
implementing the 5S in the observed Casual Shoe production line
reducing the maintenance time.
in order to remove the recognized NVD activities. Towards the
Continuous improvement implementation of 5S, it would be needed a proper plan or vision
which could be formulated by the management of foot wear sector.
Continuous improvement is one of the most effective and basic
The vision plan should be incorporated with the theme of reducing
tools of lean production which is also known as Kaizen. It is a long-
lead time, NVD activities or manufacturing waste and improving
term approach to work systematically to seek and to achieve small,
PCE. The plan of 5 Supplemented consisting of team work, training
incremental changes in processes in order to improve the efficiency
work, multi-skill scope and learning environment. To implement
and quality. Kaizen can be applied to any kind of work, but it is well
a new plan, teamwork will be an effective wheel to bring the plan
known for being used in lean manufacturing. Kaizen is a Japanese
into practical. An effective training program should be arranged
term that reveals the meaning as “good change”. Basically Kaizen is
frequently prior to need for the sake of 5Sincorporation within the
considered as a systematic approach for continuous improvement.
existing production management system. An attempt should be
5S is one of the most popular tools for effective continuous
constant in order to find out the problem at each and every stage
improvement. Towards the NVD activities reduction, 5S is the first
of the Casual Shoe production line. A persistent endeavour should

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Aspects Min Miner Sci. 1(1). AMMS.000503. 2017. DOI: 10.31031/AMMS.2017.01.000503
 Aspects in Mining & Mineral Science
be kept on creating a way to eliminate the arising problems and if
this way being effective, it must be documented and if not keeping
on try towards an effective way beyond the elimination of problems
for NVD activities.
Just in time (JIT)
JIT is a Japanese management philosophy which has been
applied in many Japanese manufacturing organizations since the
early 1970s. It was first developed by Taiichi Ohno in the Toyota
manufacturing plants as a means of meeting consumer demands
within the minimum delays [30]. The lean production firstly
focuses on what is most commonly thought of as ‘just in time’
management which is considered as one of the basic principles
of lean manufacturing. It is the idea of producing exactly what the
customer wants, in the quantities they want, where they want it
when the customer wants it without being delayed or held upon
inventory [31]. Inman & Bulfi [32] implied that JIT implementation
provokes to reduce hurdles like as long change over time; unlevelled
production schedules; highly variable production processes; large
container sizes; severe bottlenecks and long lead time.
A system where a customer initiates demand and the demand
is then transmitted backward from the final assembly all the way
The Future States of Casual Shoe Production Line
Future VSM of casual shoe production line
Figure 4: Future VSM of casual shoe production line.
Finally, the future VSM is constructed as shown in Figure 4
which reported a promising reduction in NVD time and lead time
with improved PCE and up time. Table 4 outlines the value stream
analysis report of casual shoe production line for the future state.
It is found that after the implementation of lean tools PCE will be
improved at internationally competitive level. Based on intense
observation, brainstorming and previous regarding studies it is
How to cite this article: Md Abu S M, Md Nur-E-Alam, Farid A, Kamal U M. Implementation of Lean Manufacturing Tools in Footwear Industry of Bangladesh.
Aspects Min Miner Sci. 1(1). AMMS.000503. 2017. DOI: 10.31031/AMMS.2017.01.000503
Aspects Min Miner Sci
to raw material, thus ‘‘pulling’’ all requirements just when they
are required [33,34]. Actually, there are no unified steps towards
the JIT implementation; because, the production phenomenon of
different factories varies from each other. Moreover, the ability of
the different techniques in different factories depends deeply on
a specific manufacturing environment. However, benefits from
these programs have often been limited because of unreliable
or inflexibility [35]. Indeed, it is needed a reliable and flexible
environment towards the JIT implementation. In the observed
Casual shoe production line unwanted and unnecessary NVD
waiting time were observed as very common between each two
stages, especially in raw material inventory and finished goods
inventory which could be reduced by JIT implementation. In order
to JIT implementation, some suggestions were proposed like as-
a. Prepare the plant and its personnel for flexibility towards
involving themselves within the JIT principles
b. Regarding personnel should be careful to the shortest lead
time and high quality by concentrating maintenance and quality
c. Strive to produce with no waste by focusing on inventory
control
predicted that 50% NVD time of raw material inventory and shoe
production steps could be reduced. The 80% NVD time of sewing,
pre-lasting, pot-lasting and finishing steps could be reduced after
the implementation of lean tools. At future state, the total labour is
found17, but it was 25 at present state i.e. after the implementation
of lean tools at least 07labors could be the relief for another work.
Then up time of sewing, lasting and finishing machine is found
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 Aspects in Mining & Mineral Science Aspects Min Miner Sci

consecutively 96%, 95% and 93% while it was consecutively 82%, at future state, the promising outcomes bring with the reduction
77% and 66% at present state. At future state, it is also found the of labour, NVD time and lead time, and improved uptime and PCE.
PCE will be 34.05% while it was 15.28% at present state. Therefore,
Table 4: Future lead time of casual shoe production line.

Production Stages Vd Time (Sec) Nvd Time (Sec) (Expected Reduction)

Receiving Inventory 0 16200 (50%)

Cutting 600 900 (80%)

Fitting & Assembly 1680 300 (80%)

Sewing 4775 305 (80%)

Pre-Lasting 0 354 (80%)

Post-Lasting 4683 371 (80%)

Finishing 3532 350 (80%)

Shipping Inventory 0 10800 (60%)

Total 15270 (34.05%) 29580 (65.95%)

Expected PCE at future state production. Throughout this study, it was tried to reduce the takt
time. At future state, after the adoption of lean tools, the takt time
At future state, it is expected that after the proper
is found 12.89sec while at present state production phenomenon it
implementation of lean tools NVD time from 84600sec to 29580sec
was found 13.19sec.
and thus the lead time would be reduced from 99870sec to
44850sec. As earlier, it is mention that PCE is measured as the Achievement of lean tools adoption
percentage of the ratio of VD time and lead time and consequently
A promising achievement is predicted with the reduced NVD
at future state, the PCE is found 34.05% which is considered as the
time, lead time and takt time, and improved PCE. An improvement
internationally competitive level 25% [19].
comparison between present and future state is given in the
Expected takt time of future state following Figure 5. At future state, it is seen that the NVD time will
be reduced 65.03%, lead time will be reduced 55.03%, takt time
In earlier, it is mentioned that takt time is the heartbeat of a
will be reduced 2.73% and PCE will be improved 122.84%. But all
production process line. Takt time is the time that needs to produce
of these alluring achievements basically depend on the successful
a single unit of production. As it is lower indicates the faster of
implementation of proposed lean tools.

Figure 5: Future VSM of casual shoe production line.

Technology Assessments range and innovation scope of studied footwear industry [36,37]
(Figure 6) (Table 5).
Assessment of technology system components sophistication

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How to cite this article: Md Abu S M, Md Nur-E-Alam, Farid A, Kamal U M. Implementation of Lean Manufacturing Tools in Footwear Industry of Bangladesh. 23
Aspects Min Miner Sci. 1(1). AMMS.000503. 2017. DOI: 10.31031/AMMS.2017.01.000503
 Aspects in Mining & Mineral Science Aspects Min Miner Sci

Figure 6: Assessment of technology system components sophistication range and innovation scope of studied footwear industry.

Table 5: Revised the scoring table for assessing degree of sophistication of THIOs using a 9-point overlapping scoring scale with 10 for
ideal best.

Technology Low Primitive Score: Medium traditional High modern Score: Top Emerging Score:
Ideal Best Score: 10
Components 1-2-3 Score: 3-4-5 5-6-7 7-8-9

Techno ware Manual Powered Automatic Programmable Zero Deviation

Human ware Basic Superior Advanced Extra-ordinary Zero Error

Info ware General Special Unique Frontier Zero unknown

Orga ware Adhoc Orderly Managed Optimized Zero tolerance

Assessment of product market value using integrated business and technology strategies of Casual shoe [36,37] (Figure 7).

Figure 7: Assessment of product market value using integrated business and technology strategies of Casual shoe.

Conclusion
This study provides a case analysis of the improvement of
a Casual shoe production line by reducing the lead time and
improving the PCE by using of lean tools. It focuses the renovation
of operations by eliminating the NVD time and lead time and
improving the PCE through VSM, Pareto Analysis, 5S, and JIT. In a

Volume 1 - Issue - 1
How to cite this article: Md Abu S M, Md Nur-E-Alam, Farid A, Kamal U M. Implementation of Lean Manufacturing Tools in Footwear Industry of Bangladesh.
Aspects Min Miner Sci. 1(1). AMMS.000503. 2017. DOI: 10.31031/AMMS.2017.01.000503
24
 Aspects in Mining & Mineral Science
nutshell, it is inferred that a set of lean tool is an effective way to
identify and eliminate the manufacturing NVD activities and time.
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